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Budget behaviour and cultural contingencies: case study in a Tunisian company

International Journal of Contemporary Management
Volume 57 (2021): Issue 2 (June 2021)
By:
Open Access
|Sep 2021

Figures & Tables

Figure 1

Contingency factors mentioned by the interviewees

Thematic categoryNumber of respondents mentioning the item (N=23)
Locus of control (operating manager)22 (96%)
Lack of trust18 (78%)
High power distance16 (69%)
Absolute obedience to authority17 (74%)
Authoritarianism (high manager)19(83%)
DOI: https://doi.org/10.2478/ijcm-2021-0006 | Journal eISSN: 2449-8939 | Journal ISSN: 2449-8920
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Language: English
Page range: 19 - 30
Published on: Sep 15, 2021
Published by: Jagiellonian University
In partnership with: Paradigm Publishing Services
Publication frequency: 1 times per year
Keywords:
budgetary participation,
Tunisian companies,
cultural values,
personality,
case study,
contingency theory,
psychological inconsistency
Related subjects:
Business and economics,
Business management,
Management, organization, corporate governance,
Business management, other,
Industries,
Non profit organizations (NPO), foundations, charities, associations,
Public sector, public private partnerships, public administration

© 2021 Anissa Dakhli, published by Jagiellonian University
This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 License.

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